One is just the idea of having all the key results being met, but actually objective hasn't really been met. Can you tell us a bit more about that? That's kind of a very what would sound quite a strange thing, but I completely understand what you mean. I've had that ask in other companies I've been in as well where you sort of have that situation of we're we're definitely doing stuff, but I'm not seeing it delivery. There's a there's a disconnect. Yeah. There is. And I think it it comes from probably a symptom of how OKRs, run a bit within different organizations. If you if you are racing every quarter to define new key results to, like, meet these top level objectives, then you don't necessarily have the time to sit down, think through, and see what the impact is over time. We certainly we certainly had that for a bit. Part of that was that the project deliveries was one. Right? Like, how many things can we ship? Like, what are the what are the number of leads perhaps the the marketing are gonna bring in? But you'd see all of those start to go green. But if our to say, for example, our our top level objective is to try and improve our retention rate for a specific cohort within our user base, you'd see all of these projects go live, and we'd track success metrics for those projects as well. But you'd see the success metrics should be ticked off. It would be okay, and then you'd see the key result go green. Then you wouldn't actually see the retention rate move in any meaningful way. So that objective stays stays red or stays orange, and you see a minor minor up tick upwards. Yeah. And it was it it it, again, I I think that was part of the visibility. Some of the tools we were using previously, do you want me to mention the name? Should we do it wrong? Be honest rather than opaque. Yeah. Yeah. So so we were using Lattice previously, and Lattice has been it did us don't get me wrong. It did us well for for a while, but being able to see visibly how all of our key results tied up to a single top level objective was really hard to do. A lot of it was UX based and and functionally, we we really struggled to roll it out to a large like, to to more and more people within the organization. But, yeah, like I say, that that that approach caused us some some headaches, and and we needed really if if you think about it, often you have these dashboarding tools that are like, here's a dashboard, and you have to, like, scroll down infinitely to get to, like, the the section where there's maybe two graphs or, like, maybe a little flow diagram or something. But that's not how people's brains work necessarily. Right? Like, at Intruder, when I think about things, I'm I'm usually thinking in terms of, like, spatially, how do I how do I see that this part of the tree is going in the right direction? How do I see that all of those key results are going green up the tree rather than, yeah, rather than perhaps a specific graph on a very constrained dashboard?